Town of North Stonington
Town Government Structure Committee
Wheeler Library
January 3, 2017
The meeting was called to order at 7:10 pm.
Attendance: Nita Kincaid, Paul Simonds, Bill Ricker, Anne Nelson, Dan Spring, Dan Smith
Absent: Diana Urban
Guest: Joyce Stille, Bolton, CT Administrative Officer
We were pleased to have Joyce join us for question and answers in regards to her role in the town of Bolton, CT as Administrative officer, a town very similar in size to North Stonington. She provided us with a section of the charter (5.1) which deals with the Powers and Duties of the Board of Selectmen in regards to the position of the Administrative Officer. An extensive list of duties, organizational chart, qualifications were presented. The town needs are constantly changing and particularly with new elections consistency and continuity are imperative to keeping the town moving forward.
The Town of Bolton under the Local Capital Improvement Program funding has saved some of this funding and banks for bigger projects. Currently they are finishing up a 26 million dollar school project. Bolton operates under a charter.
The Town of North has no charter at this point and not necessarily recommending at this time but perhaps down the road.
Discussion on Administrative Position. At this point the position title is still open for discussion and the components are being considered for the current needs of North Stonington.
-No charter at this point in NS, not considering at this time, perhaps future
-Perception if we define role of administrative officer would there be any legal issues under our current system?
-Challenge: Who can sign what documents, particularly with state (First Selectmen)
-How to handle personnel
-Hire/fire: department head/Admin. Officer to BOS
-Unions: What is in the contract, how it’s written, who are the designees, contract language
-Handle all union negotiations and contracts depending upon what contract is (Adm Asst)
-BOF-in NS, elected. In Bolton BOS little authority but organization elected boards have authority to certain degree but no supervisor or oversight of the boards.
-Cannot control regulatory boards and commissions
Defining Administrative Role
People currently in roles is there any way to change substance of existing roles? Union jobs always open for negotiations. If you make it so it benefits employees as well as the town, then you can resolve issues with union. Job descriptions and classifications which offer higher wages and opportunity to move up.
Reorganization
Learn how to work together more and share jobs
Build on opportunities that come up
Utilize capacity by having another person with dual coverage when people are out (time saver and efficiency)
A strong office team that feels like a family with “team players” has been cultivated by Joyce.
Development of team:
1. Personality at top that creates the environment for this approach to happen
2. Folks at top meet with department heads to solidify their team
3. Communication-KEY. Adm.Asst. is filter to selectmen. Joyce has worked under 5 different selectmen but Adm Asst person is the constant, serves at the will of the selectmen
4. Moves town forward, key people, Adm Asst POCD/Vision. Have to buy into that vision and determine what each department may assist in moving it forward
5. Day to day takes care of itself once roles defined (shared, duel, etc.)
6. Planning future and continuity and protection of rural community important considerations
7. What can we do to help the tax burden?
8. How can we move forward setting the direction of the POCD
9. Selectmen/Adm Asst = Set goals for next year.
10. Quarterly meetings with land use boards, what’s going on (or not? Why? Same approach with boards and commissions
11. Looking to address optimizing efficiency of team and town hall
12. In Bolton, lack of proper space impedes operations to a certain extent. Have adapted to but not ideal, Data not readily accessible.
13. Debt service vs opportunities
14. Fitting in the capital needs that arrive perhaps unexpectedly.
Bolton intertwines planning with administrative duties and how to outsource to assist with:
-Team Approach
-Board takes the responsibility for the issue for discussion and resolve.
-Department heads necessary for decision making process
-What element of staff need to be present to resolve? What boards and commissions?
Budget Preparation and Implementation:
-Weekly meetings: how budget gets done: Adm Asst proposed budget to accept/reject.
-Budgets go from departments to Adm Asst then presented to BOS to BOF to referendum
-Monthly meetings with Adm Asst/BOF.
-Communications imperative, informed and on the same page. Answer questions and review.
-Finance Officer and Director in Bolton (none in NS) Closest is town treasurer, in Bolton treasurer is considered more an “honorary” position.
-Look for operational efficiencies and needs justification from depts. and dept. heads
-BOE/BOF Present budget. Only has bottom line authority can cut anywhere but can’t say where (according to charter BOF only in Bolton)
-Communications extremely limited-Budget Referendums.
-Issues with attendance from population in town meetings.
-Undesignated reserve: want to get level at what is needed 10-15% set aside (50K). Budget is 20M
Other Considerations:
Frustration in town to make jobs better, move forward and combine operations with schools where this may be done (building/grounds maintenance) and any shared services.
Share positions with other towns including assessor, health officer, building official, animal control officer. Seek sharing options with other towns
Continuity of positions
What is provided for newly elected officials/staff/boards? Training available through state organizations, mostly free
BOS-2 page agenda, up to date. Rely on CCM to make training available to staff.
ZBA & P&Z> Training manuals, cost covered
How to find a good candidate for position:
1. Advertise CTCMA
2. Local Newspaper
3. ICMA.Org (International City Managers Assn)
4. Starter of elected position previously w/experience
5. Need planning and administrative duties (continuity is key.
6. Structure: Help and back new and supports that are available, work as team to succeed
7. MPA or advanced related degree
Further Discussion: Bolton’s Operations
Bolton has a Director of Community Development Director and a part-time Economic development director. Planner is certified and part-time. Anticipated salary for Admin position $70-90K.
Tax collections 98% in Bolton, paid once yearly. Delinquencies collected via attorney.
Affordable housing virtually negligible. If something comes up, appointed person to investigate.
POCD/trails project and Eastern Gateway Study under Economic Development
Sewers: Collaboration with Vernon
Grant Writer: Adm. Asst does plus staff such as Community development person, no outsourcing on grant writing.
NOTE: Reviewed some literature suggesting the position be Community and Economic Development Manager. (See attached) Director of Community Development key.
What is the task of the Economic Development Committee: Gain more/keep what you have. Always use team approach.
Town lawyer is contracted. Go to the specific type of attorney needed for the task.
Town of North Stonington:
-Goals should be communicated
-Working team on projects
-Rural Development Grants
-Think outside the box, offers you opportunities
-Communication-Coordination-Continuity
The meeting ended at 9:00 pm and Joyce said she would be happy to assist with interview process/panel for the first round of applicants. The next meeting will be held at Wheeler Library on January 4, 2017 at 7:30 pm.
Respectfully submitted,
Anne M Nelson
| 